Michael Bauer Feb. 27, 2018 Updated: March 2, 2018 11:22 a.m.
The interior of the Slanted Door in San Francisco.
In his Between Meals column, Chronicle restaurant critic Michael Bauer writes about the restaurants he visits each week as he searches for the next Top 100 Restaurants. His main dining reviews, written after three or more visits, appear in the Sunday Food + Home section.
I've been following the career of Charles Phan and his family since Slanted Door opened in 1995. I've reviewed three different locations, including the one they moved into 15 years ago in the Ferry Plaza.
I've also seen a few of his failures — such as Wo Hing General Store in the same space as the original Slanted Door, Heaven's Dog, the Coachman and South — as well, of course, as the more successful Out the Door and Hard Water.
Each time I've gone back to the flagship, I've been impressed at how the Phans have kept it so strong. Phan was a pioneer in his sourcing of Asian food, offering cocktails complementary to the cuisine, and in the wine list. It's little wonder the restaurant won the James Beard Award several years ago as Outstanding Restaurant.
With its always-crowded lunch and dinner service, and 230 seats in the restaurant and lounge (not counting the 65 on the patio overlooking the bay), it takes constant vigilance to maintain consistency. But they've managed to stay on top of it, until my last visit this month.
Nothing was bad, and several items were very good, but there were signs that the kitchen was on autopilot: the bruised and limp ends of the lettuce that accompanied the irregularly fried imperial rolls ($14); the acrid garlic flavor in the wild gulf prawn, green garlic and chive dumplings ($8); the slightly unbalanced and overly sweet clay pot caramel chicken ($28), which has always been my favorite version of this classic Vietnamese dish.
What really brought these small flaws into negative focus were the prices. While the chicken with the caramel sauce cost less than $30, the shaking beef and grilled pork chop were $41, and that doesn't include the 4 percent San Francisco mandate charge.
Keeping prices in line with customer expectations is an ongoing challenge, with wages shooting up, rents escalating and extra costs in sourcing products, but when you venture into the $40 range, the preparations need to be flawless. Forgetting to bring utensils for sauces and shared dishes, and garnishing several dishes with wilted cilantro leaves are more easily overlooked if diners are paying, say, half as much.
For a decade or more I've praised the cellophane noodles with crab ($25). This time the crab seemed like a footnote, and the noodles were a little too gluey for my tastes. The baby bok choy ($13) with shiitake mushrooms may have been carefully sourced, but they were underseasoned. Just about every dish showed the kitchen was moving a little too fast to check the cooks' work.
The excitement on this visit was saved for Rosalynn Vu's desserts, whether it was the cheesecake with Greek yogurt, honey cremeux and blood orange ($11), given the brilliant addition of salty honeycomb crunch, or the moist almond cake ($11) with mascarpone, balsamic caramel and poached slices of orange cut into pie-shape wedges.
I realize quality comes at a price, and people are willing to pay it if the results are noticeable. When they aren't, the restaurant will eventually pay the price.
One Ferry Building (at the Embarcadero and Washington), San Francisco; (415) 861-8032 or www.slanteddoor.com. Lunch and dinner daily.
Michael Bauer has been following the food and wine scene at the San Francisco Chronicle for more than 28 years. Before working at The Chronicle, he was a reporter and editor at the Kansas City Star and the Dallas Times Herald.


Flat rate shipping to Canada is 25.00USD on all accessory and ammunition orders regardless of quantities ordered. Firearms are exported to Canada at a flat rate of 25.00USD per firearm.
Last edited by IRUNGUNS; 10-24-2018 at 10:22 PM.
No, that is the factory barrel. These have to be replaced in order to comply with Canadian regulations. These are Lone Wolf barrels.
Just ordered, will be my first ever order with you guys.
I click the link but it doesn't take me to the G19 MOS. How do I order one?
Can you get? Will order immediately if so..
Can you bring one in with a KKM barrel?
I would also like to know. The link takes you to the front page.
If you would like a KKM barrel you can purchase it directly through them and have it shipped to us, please reference your order number and we will be happy to install it for you.


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Shipping charges will depend on where you are located.


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text:
ŠKODA JS concluded an agreement on further deliveries for Ukrainian nuclear power plants
Today, ŠKODA JS a.s. signed an agreement with the Ukrainian NAEK Energoatom on the basic commercial terms and conditions of the contract for the supply of two sets of drives, including accessories, for units 1 and 2 of the Rovno nuclear power plant with VVER 440 reactor.
The scope of supply includes a total of 76 PRO-M control rod drives with accessories, they are the executive element of the reactor control system. The drives ensure linear movement of fuel cassettes, thereby they regulate power and ensure emergency reactor protection. The upgraded PRO-M drive improves operating characteristics and reduces the likelihood of failure of a nuclear power plant unit. The total scope of supply, including accessories, is worth almost EUR 27 million.
This new type is currently supplied to all four units of Dukovany NPP, to four units of the Slovak Mochovce NPP (two units in operation and two in construction), as well as to four units of Paks NPP in Hungary. In total, ŠKODA JS has supplied more than 1,200 sets of drives to domestic and foreign power plants, these drives are, of course, continuously upgraded.
"After the completion of the first two units of the Temelín NPP, ŠKODA JS has been able to maintain not only its capacities, but also the know-how in the nuclear power industry and a team of experts by continuous development of production, engineering and service. We stand firmly on these three pillars and as a result we can expect this year to be the twentieth in a row, which will end with positive economic results," says Vladimír Poklop, General Director and Chairman of the Board of ŠKODA JS. "We believe that Czech companies will soon have an opportunity on the domestic market to build new nuclear sources. In the meantime, we have focused on finding opportunities especially in Central and Eastern Europe, exports account for more than two-thirds of our turnover today. We have been operating on the Ukrainian market for a long time, we highly appreciate the cooperation with NAEK Energoatom and we see its future perspective, which is confirmed by the agreement signed today."
ŠKODA JS is based on a skilled and educated team of nearly 1,100 employees, it follows the latest developments in the industry and actively participates in it. The company has been permanently renewing its facilities and equipment, in 2018 ŠKODA JS spent CZK 145 million on the acquisition, modernization and repair of fixed assets.
Jan Stolár
Spokesperson, ŠKODA JS
jan.stolar@skoda-js.cz
ŠKODA JS a.s., a member of the OMZ group, is internationally one of the leading engineering and production companies with experience in construction and service of nuclear power plants. Škoda was founded in 1859, the history of the present ŠKODA JS started in 1956. Throughout its existence, ŠKODA JS a.s. has supplied engineering, equipment and services for nuclear power plants, research reactors and spent nuclear fuel storage facilities in Central and Eastern Europe, Scandinavia, France, Germany, USA, Austria, Belgium and other countries. Up to the present day, ŠKODA JS has produced and supplied 21 complete VVER 440 nuclear reactors and three VVER 1000 reactors. Currently, two thirds of the company's revenue are generated by the Engineering and I&C Divisions, the Production and Service Divisions make the rest.
The state-owned enterprise Energoatom was founded in 1996. It operates four nuclear power plants with 15 units with a total capacity of 13,835 MW, and also has production capacities in two hydroelectric power plants. In total, it provides 55% of the electricity needed in Ukraine, in the winter months this share increases to 70%. Energoatom invests heavily in maintenance and modernization of the existing capacities, in 2018 the volume of investments almost doubled compared to 2017. The number of employees in 2018 reached almost 34,000.
News Mochovce 3 in the next stage of commissioning
News ŠKODA JS - THE NUCLEAR PARTNER
News Rolls-Royce SMR signs Memorandum of Understanding (MoU) with ŠKODA JS

redpajama_set_name: RedPajamaCommonCrawl


Can I have this book to read for my future kids, please?
I also want one of these adorable Steiff snowmen made of cuddly soft plush – obviously for me. Seriously, look at his tangerine nose. I want him. The Snowman.


Wimbledon is the ultimate grass tennis tournament on the ATP World Tour, played at the All England Club in Wimbledon, South-West London.
We have fantastic Debenture ticket options for No.1 Court and Centre Court, with the option of upgrading any package to full hospitality located at the Hotel du Vin - Cannizaro House.
Centre Court Debenture tickets available for your chosen day of Wimbledon 2019, with the option to upgrade to the ultimate Wimbledon experience with Cannizaro House hospitality at the Hotel du Vin.
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Tickets for individual screenings are available $11.50 each or in voucher bundles of (4) for $35 online in advance or at the door for each venue during festival operating hours.
FREE OUTDOOR SCREENING OF BEING THERE @ BETTER BLOCK!
On Saturday, June 16 @ 8:45 pm, come enjoy a FREE screening of Hal Ashby's BEING THERE, a carefully modulated examination of the ideals, anxieties, and media-fueled delusions that shaped American culture during that decade and still ring true today in 2018. The event is a BYOPicnic! So grab a blanket and pack a picnic for your group!
FOR INFO ON MORE FREE PARTIES, CHECK OUT OUR PRINT PROGRAM!


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text:
Asbury v. Brougham case brief
Asbury v. Brougham case brief summary
866 F.2d 1276 (10th Cir. 1989)
Defendants, an individual apartment complex owner, the apartment complex business, and the apartment complex's employee, appealed the decision of the United States District Court for the District of Kansas that entered a judgment after a jury verdict in favor of plaintiff potential tenant. Plaintiff's action was brought under 42 U.S.C.S. § 1982 and the Fair Housing Act, 42 U.S.C.S. § 3601 et seq., for discrimination in rental practices.
Plaintiff potential tenant filed an action under 42 U.S.C.S. § 1982 and the Fair Housing Act (FHA), 42 U.S.C.S. § 3601 et seq., alleging discrimination by defendants, apartment complex owner, the apartment complex business and the apartment complex's employee. The jury returned a verdict in favor of plaintiff, awarding plaintiff $ 7,500 in compensatory damages and $ 50,000 in punitive damages from defendant apartment complex owner.
The court affirmed the judgment.
The court held that plaintiff had sustained a prima facie case by showing that she was a minority that was qualified to rent from defendant apartment complex, that she was denied the opportunity to rent or negotiate for a rental, and that the housing opportunity remained available.
Defendants were not able to prove a legitimate, non-discriminatory reason for the rejection.
The court held that statistical data offered by defendant was relevant but not conclusive.
The court held that punitive damages against defendant apartment complex owner were appropriate because of defendant apartment complex owner's own discriminatory policies and his ratification of defendant employee's discriminatory procedures.
The decision of the district court that found in favor of plaintiff potential tenant in her discrimination claim against defendants, apartment complex owner, the apartment complex business, and the apartment complex employee, was affirmed. Punitive damages against defendant apartment complex owner were appropriate. Attorney's fees for the appeal were awarded to plaintiff, but the court declined to sanction defendants for a frivolous appeal.


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text:
Les Forges de l'Adour est la raison sociale d'une ancienne société sidérurgique française implantée sur les communes de Boucau, dans les Pyrénées-Atlantiques, et de Tarnos, dans les Landes, fondée en 1881 et fermée en 1965.

Présentation
Une activité sidérurgique apparaît dans le département français des Landes, d'abord à une échelle artisanale, avant d'entamer, dès la seconde moitié du , un virage industriel sous l'impulsion de maîtres de forges. Elle alimente les besoins grandissants en fer et en fonte de l'économie locale et nationale pendant la Révolution industrielle pour atteindre un pic de production au milieu du .

En 1881, la société des Forges de l'Adour s'installe à Tarnos et au Boucau et débute sa production après deux ans de travaux. Contrairement aux autres sites des Landes, elle n'exploite pas de ressource locale : le charbon est importé d'Angleterre et le minerai, d'Espagne. Cette nouvelle société profite pour cela de la proximité du port de Bayonne, dont les accès maritimes ont été améliorés, et de celle du chemin de fer pour expédier sa production. Elle emploie jusqu'à , exploitant des hauts fourneaux au coke et des fours Bessemer. La trop forte concurrence qu'elle exerce localement, conjuguée à celle de la métallurgie lorraine à l'échelle nationale, aura raison des petits sites industriels des Landes, qui commencent à péricliter tour à tour à partir de ces années-là. Les ouvriers quittent peu à peu les petites forges rurales pour aller travailler à Tarnos. Devenues anachroniques, les Forges de l'Adour ferment à leur tour le . La forge d'Uza, qui était la première à ouvrir en 1859, réussit à maintenir son activité jusqu'en 1981 avant de fermer et clore avec elle l'histoire de l'industrie métallurgique dans les Landes.

Historique
En 1881, le directeur de la Compagnie des Hauts Fourneaux, Forges et Aciéries de la Marine et des Chemins de fer, Claudius Magnin, achète quatre cents hectares de forêt pour y construire le complexe sidérurgique des Forges de l'Adour, qui devient la plus importante entreprise sidérurgique régionale.

En 1883, après deux années de travaux, le premier haut fourneau commence la production de fonte, de rails et accessoires ferroviaires, d'aciers laminés et de combustible. Les chantiers s'étendent sur 26 hectares, limités d'un côté par l'Adour, de l'autre par une forêt de pins appartenant à la Compagnie. Le choix du site tient à la facilité de l'approvisionnement, grâce à la combinaison de la voie maritime, de la voie de chemin de fer et de la proximité de l'Espagne, productrice de minerais de fer. Cette situation géographique permet à l'usine de mettre en place des échanges maritimes internationaux intenses pour l'importation de charbon anglais et gallois ainsi qu'avec Bilbao (pour les minerais de fer des Asturies). Les poteaux de mine en pin des Landes constituent le fret retour. Les Forges maintiennent également leur activité commerciale grâce à la desserte ferroviaire, reliée à la ligne de Bordeaux-Saint-Jean à Irun.

L'usine des Forges de l'Adour, qui représente entre  du trafic portuaire de l'Adour, compte entre mille cinq cents et deux mille employés (ouvriers, employés, cadres et ingénieurs), originaires des Landes, du Pays basque, Saint-Chamond, Moyeuvre ou Homécourt. Le complexe sidérurgique, unique dans le Sud-Ouest français, devient une véritable cité dans la ville. La renommée est telle qu'en 1891, le Président de la République française, Sadi Carnot, visite le site. Les Forges se maintiennent à la tête du marché national jusque dans les années 1920. Des cités ouvrières se constituent, prenant modèle sur les corons, dominées par un château directorial.

Lors de la Première Guerre mondiale, l'usine sidérurgique déploie un effort maximum afin de soutenir le pays. Les représailles se manifestent par une canonnade du site des Forges par un sous-marin allemand, en . Les luttes sociales cimentent l'idée ouvrière et constitue le terreau à l'implantation du parti communiste dès le lendemain de la Première Guerre mondiale.

L'entre-deux-guerres marque le début de la récession aux Forges, qui perdent progressivement le marché de la sidérurgie. Une concurrence trop forte oblige la Compagnie à trouver de nouveaux débouchés. D'année en année, la Société décline jusqu'à présenter un bilan déficitaire. Les journalistes de l'époque parlent « d'un anachronisme sidérurgique », et, le , la fermeture des Forges est définitivement prononcée.

La Compagnie cède au département des Landes environ 50 hectares de son patrimoine et l'église Notre-Dame des Forges est vendue à l'association diocésaine de Dax. Dans les années 1990, une nouvelle activité sidérurgique sur fond de capitaux espagnols réinvestit les lieux.

Notes et références

Voir aussi
 Sidérurgie dans les Landes

Adour
Adour

redpajama_set_name: RedPajamaWikipedia


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Lead Time: Typically ships within 2 to 5 business days.
Shipping and delivery info: This item ships UPS.
Note: Full assembly is required.
If you could design the ultimate kitchen island, odds are you would describe a versatile, portable cart with ample work space and even more storage space, much like the Empire Island. It has a massive hardwood top, a double-door storage cabinet with a shelf and a huge utensil drawer. But its crowning glory is a pair of pullout leaves that make it look as though this movable island could actually take flight.
The cart's main cutting surface – 1.25-inch-thick domestic hardwood measuring 44" wide and 26" deep – stands 36" high. That's near the high-end of the range of heights deemed comfortable for standing kitchen work. Its leaf wings are lower: only 30 inches off the floor. Each measures 22" wide by 19-1/4" deep and slides easily on full-extension glides. They're a convenient place to keep ingredients in a holding pattern while you work away on the cart's main runway. If you're proficient at multi-tasking, you might consider making it a 3-ring affair. In making a stew for instance, on one leaf you might dice carrots and potatoes, and slice celery and onions on the other. Mix all ingredients in a crock pot on the cart's main surface, where you also slice the meat of your choosing. You'll find that using multiple work areas can greatly improve your efficiency in the kitchen.
Like the EI itself, its hardware has a modern look and is designed with ease-of-use in mind. Gain quick, easy access to the Empire's ample storage space in its 22-1/4" deep utensil drawer and cabinet. With doors on both sides of the island, you can access the storage cabinet from either side. Another nice plus is that its shelf can be set to two different heights.
Catskill Craftsmen warrants parts & labor for 6 months.
Catskill will either repair or replace any product it determines to be defective in either material or workmanship. Such repairs or replacements will be made by Catskill Craftsmen, Inc. or anyone the company authorizes, at no charge to the Purchaser. Excluded are damages arising from normal use, accidents, neglect or unauthorized repair. Nor does the company warrant wood or metal finishes to be perfectly free of scratches, blemishes or variations in color or finish.
If you change your mind within 30 days and wish to return your purchase, you are entitled to a refund (purchase price less a 20% restocking fee). Merchandise returned must be in saleable condition, unassembled in original packaging and shipped insured via UPS. Be sure to contact us before returning any merchandise.
If you find the identical, brand new product for less (including shipping & handling) on another website within 3 days of your purchase, email us the address of the webpage where you found the lower-price offer. If we determine that the website is an authorized Catskill dealer, we will refund the difference. Please note that Butcher Block Co. will not always be able to match a lower price offer (e.g., in cases where doing so would violate legal agreements between us and our manufacturer-partners) and any refund may be limited (e.g., in cases where the competing offer is below our all-in cost).
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text:
namespace Nitkin.Ankh.Redmine.Extension.IssueTracker.Forms
{
	partial class ConfigurationPage
	{
		/// <summary>
		/// Required designer variable.
		/// </summary>
		private System.ComponentModel.IContainer components = null;

		/// <summary>
		/// Clean up any resources being used.
		/// </summary>
		/// <param name="disposing">true if managed resources should be disposed; otherwise, false.</param>
		protected override void Dispose(bool disposing)
		{
			if (disposing && (components != null))
			{
				components.Dispose();
			}
			base.Dispose(disposing);
		}

		#region Component Designer generated code

		/// <summary>
		/// Required method for Designer support - do not modify
		/// the contents of this method with the code editor.
		/// </summary>
		private void InitializeComponent()
		{
            System.Windows.Forms.Label urlLabel;
            System.Windows.Forms.Label userNameLabel;
            System.Windows.Forms.Label passwordLabel;
            this._url = new System.Windows.Forms.TextBox();
            this._user = new System.Windows.Forms.TextBox();
            this._password = new System.Windows.Forms.TextBox();
            this.button1 = new System.Windows.Forms.Button();
            this.label1 = new System.Windows.Forms.Label();
            this.pnlProject = new System.Windows.Forms.Panel();
            this.cbProjects = new System.Windows.Forms.ComboBox();
            this.btnProxy = new System.Windows.Forms.Button();
            this.btnCommitPattern = new System.Windows.Forms.Button();
            urlLabel = new System.Windows.Forms.Label();
            userNameLabel = new System.Windows.Forms.Label();
            passwordLabel = new System.Windows.Forms.Label();
            this.pnlProject.SuspendLayout();
            this.SuspendLayout();
            //
            // urlLabel
            //
            urlLabel.Location = new System.Drawing.Point(11, 12);
            urlLabel.Name = "urlLabel";
            urlLabel.Size = new System.Drawing.Size(150, 20);
            urlLabel.TabIndex = 0;
            urlLabel.Text = "Issue Repository URL";
            urlLabel.TextAlign = System.Drawing.ContentAlignment.MiddleRight;
            //
            // userNameLabel
            //
            userNameLabel.Location = new System.Drawing.Point(11, 43);
            userNameLabel.Name = "userNameLabel";
            userNameLabel.Size = new System.Drawing.Size(150, 20);
            userNameLabel.TabIndex = 2;
            userNameLabel.Text = "User Name";
            userNameLabel.TextAlign = System.Drawing.ContentAlignment.MiddleRight;
            //
            // passwordLabel
            //
            passwordLabel.Location = new System.Drawing.Point(11, 74);
            passwordLabel.Name = "passwordLabel";
            passwordLabel.Size = new System.Drawing.Size(150, 20);
            passwordLabel.TabIndex = 4;
            passwordLabel.Text = "Password";
            passwordLabel.TextAlign = System.Drawing.ContentAlignment.MiddleRight;
            //
            // _url
            //
            this._url.Anchor = ((System.Windows.Forms.AnchorStyles)(((System.Windows.Forms.AnchorStyles.Top | System.Windows.Forms.AnchorStyles.Left)
                        | System.Windows.Forms.AnchorStyles.Right)));
            this._url.Location = new System.Drawing.Point(172, 12);
            this._url.Name = "_url";
            this._url.Size = new System.Drawing.Size(281, 20);
            this._url.TabIndex = 1;
            this._url.TextChanged += new System.EventHandler(this.UrlModified);
            //
            // _user
            //
            this._user.Anchor = ((System.Windows.Forms.AnchorStyles)(((System.Windows.Forms.AnchorStyles.Top | System.Windows.Forms.AnchorStyles.Left)
                        | System.Windows.Forms.AnchorStyles.Right)));
            this._user.Location = new System.Drawing.Point(172, 43);
            this._user.Name = "_user";
            this._user.Size = new System.Drawing.Size(281, 20);
            this._user.TabIndex = 3;
            //
            // _password
            //
            this._password.Anchor = ((System.Windows.Forms.AnchorStyles)(((System.Windows.Forms.AnchorStyles.Top | System.Windows.Forms.AnchorStyles.Left)
                        | System.Windows.Forms.AnchorStyles.Right)));
            this._password.Location = new System.Drawing.Point(172, 74);
            this._password.Name = "_password";
            this._password.PasswordChar = '*';
            this._password.Size = new System.Drawing.Size(281, 20);
            this._password.TabIndex = 5;
            //
            // button1
            //
            this.button1.Location = new System.Drawing.Point(14, 136);
            this.button1.Name = "button1";
            this.button1.Size = new System.Drawing.Size(75, 23);
            this.button1.TabIndex = 6;
            this.button1.Text = "Update";
            this.button1.UseVisualStyleBackColor = true;
            this.button1.Click += new System.EventHandler(this.button1_Click);
            //
            // label1
            //
            this.label1.AutoSize = true;
            this.label1.Location = new System.Drawing.Point(85, 20);
            this.label1.Name = "label1";
            this.label1.Size = new System.Drawing.Size(76, 13);
            this.label1.TabIndex = 7;
            this.label1.Text = "Default project";
            //
            // pnlProject
            //
            this.pnlProject.Anchor = ((System.Windows.Forms.AnchorStyles)(((System.Windows.Forms.AnchorStyles.Top | System.Windows.Forms.AnchorStyles.Left)
                        | System.Windows.Forms.AnchorStyles.Right)));
            this.pnlProject.Controls.Add(this.cbProjects);
            this.pnlProject.Controls.Add(this.label1);
            this.pnlProject.Enabled = false;
            this.pnlProject.Location = new System.Drawing.Point(0, 165);
            this.pnlProject.Name = "pnlProject";
            this.pnlProject.Size = new System.Drawing.Size(465, 61);
            this.pnlProject.TabIndex = 8;
            //
            // cbProjects
            //
            this.cbProjects.Anchor = ((System.Windows.Forms.AnchorStyles)(((System.Windows.Forms.AnchorStyles.Top | System.Windows.Forms.AnchorStyles.Left)
                        | System.Windows.Forms.AnchorStyles.Right)));
            this.cbProjects.DropDownStyle = System.Windows.Forms.ComboBoxStyle.DropDownList;
            this.cbProjects.FormattingEnabled = true;
            this.cbProjects.Location = new System.Drawing.Point(172, 17);
            this.cbProjects.Name = "cbProjects";
            this.cbProjects.Size = new System.Drawing.Size(281, 21);
            this.cbProjects.TabIndex = 8;
            //
            // btnProxy
            //
            this.btnProxy.Location = new System.Drawing.Point(14, 97);
            this.btnProxy.Name = "btnProxy";
            this.btnProxy.Size = new System.Drawing.Size(75, 23);
            this.btnProxy.TabIndex = 9;
            this.btnProxy.Text = "Proxy";
            this.btnProxy.UseVisualStyleBackColor = true;
            this.btnProxy.Click += new System.EventHandler(this.btnProxy_Click);
            //
            // btnCommitPattern
            //
            this.btnCommitPattern.Location = new System.Drawing.Point(3, 228);
            this.btnCommitPattern.Name = "btnCommitPattern";
            this.btnCommitPattern.Size = new System.Drawing.Size(166, 23);
            this.btnCommitPattern.TabIndex = 10;
            this.btnCommitPattern.Text = "Commit pattern";
            this.btnCommitPattern.UseVisualStyleBackColor = true;
            this.btnCommitPattern.Click += new System.EventHandler(this.btnCommitPattern_Click);
            //
            // ConfigurationPage
            //
            this.AutoScaleDimensions = new System.Drawing.SizeF(6F, 13F);
            this.AutoScaleMode = System.Windows.Forms.AutoScaleMode.Font;
            this.Controls.Add(this.btnCommitPattern);
            this.Controls.Add(this.btnProxy);
            this.Controls.Add(this.pnlProject);
            this.Controls.Add(this.button1);
            this.Controls.Add(this._password);
            this.Controls.Add(passwordLabel);
            this.Controls.Add(this._user);
            this.Controls.Add(userNameLabel);
            this.Controls.Add(this._url);
            this.Controls.Add(urlLabel);
            this.Name = "ConfigurationPage";
            this.Size = new System.Drawing.Size(465, 254);
            this.pnlProject.ResumeLayout(false);
            this.pnlProject.PerformLayout();
            this.ResumeLayout(false);
            this.PerformLayout();

		}

		#endregion

		private System.Windows.Forms.TextBox _url;
		private System.Windows.Forms.TextBox _user;
		private System.Windows.Forms.TextBox _password;
        private System.Windows.Forms.Button button1;
        private System.Windows.Forms.Label label1;
        private System.Windows.Forms.Panel pnlProject;
        private System.Windows.Forms.ComboBox cbProjects;
        private System.Windows.Forms.Button btnProxy;
        private System.Windows.Forms.Button btnCommitPattern;
	}
}

redpajama_set_name: RedPajamaGithub


text:
Ernestus Hettenbach (auch Ernst Hettenbach; * 2. Februar 1552 in Mergentheim; † 2. Oktober 1616 in Wittenberg) war ein deutscher Physiker und Mediziner.

Leben
Ernestus wurde im fränkischen Mergentheim als Sohn des gräflichen hohenlohischen Sekretärs Balthasar Hettenbach und seiner Frau Anna geb. Plöchinger († 23. März 1580 in Wittenberg) geboren. Kaum drei Jahre alt, verlor er frühzeitig seinen Vater. Daraufhin begab sich seine Mutter mit der Familie nach Wittenberg, wo sie eine Stellung als Schulmeisterin an der Jungfrauenschule gefunden hatte. Sie hielt den jungen Ernestus an, auf der Wittenberger Stadtschule fleißig seine Übungen abzuhalten. So konnte sich Ernestus gemeinsam mit seinen Brüdern Georg und Michael am 2. Oktober 1562 an der Universität Wittenberg immatrikulieren. Da die Mutter nur 20 Gulden (je 21 Groschen), ein silbernes Schock (= 60 Groschen), 2 Groschen Quartalgeld von jeder Schülerin, 12 Scheffel Korn, 15 ß Kloben und 15 ß Reißbund sowie freie Behausung an jährlichen Einkünften hatte, wurde es ihr gestattet, ihre drei Söhne Georg, Michael und Ernestus statt für normale vier Groschen Einschreibungsgebühr pro Person für nur einen Groschen für alle drei Kinder zu immatrikulieren. Ernestus, der von Andreas Schato gefördert wurde, erwarb an der philosophischen Fakultät 1576 den akademischen Grad eines Magisters und fand im selben Jahr zunächst eine Anstellung als Konrektor an der Wittenberg Stadtschule. Daraufhin heiratete er am 24. November 1578 Maria Bennewitz.

Auszug aus der Leichenpredigt: "Er der allmächtig hat yhn gesegenet mit einem erwünschsten Ehestand in welcher er sich anno 1578 den 24. Novembri mit den ehrbaren und tugendsamen Jungfrawen Maria, Herrn Bennewitz Churfürstlich sächsischen Amtsschöffen zu Wurtzen ehelichen Tochter begeben hat, mit der er in die 50. Jahr in guten Frieden gelebet hat…"

Nachdem er 1585 als Schuldiener tätig gewesen war, erhielt er 1586 ein Stipendium an der medizinischen Fakultät der Universität, wo er nach der Promotion zum Doktor der Philosophie am 20. April 1591 zum Doktor der Medizin über das Thema Skorbut promovierte. Nachdem sein Förderer Schato 1592 an die medizinische Fakultät gewechselt war, übertrug man Hettenbach dessen Professur der Physik, die er aber nur kurz bekleidete. Als der Medizinprofessor Salomon Alberti 1593 an den kurfürstlichen Hof als Leibarzt gegangen war, rückte Hettenbach auf die dritte medizinische Professur an der medizinischen Fakultät auf. Nach dem Tod von Franziskus Faber besetzte er die zweite medizinische Professur und rückte nach dem Tod seines Förders Schato auf dessen erste Professur und war damit der Senior der Fakultät.

Während seiner medizinischen Universitätstätigkeit nahm er am 21. April 1610 am ersten wissenschaftlich dokumentierten Kaiserschnitt in der Medizingeschichte teil. Diesen führte der Chirurg Jeremias Trautmann unter Assistenz eines zweiten Wundarztes Christoph Seesth an einer Frau, bei der bereits die Wehen eingesetzt hatten, durch. Unter den Augen Daniel Sennerts, der diesen Vorgang dokumentierte, Tobias Tandlers, Hettenbachs, des Archidiakons der Wittenberger Stadtkirche Magister Heinrich Silbermann, zweier Hebammen und anderer ehrbarer Frauen wurde diese Operation früh um acht Uhr durchgeführt. Nachdem der Kaiserschnitt erfolgt war, übernahmen Hettenbach und Sennert die Patenschaft über das Kind.

Hettenbach verfasste des Weiteren Werke über Katarrh, über Schmerzen bei der Gicht und auch über mangelnde Behandlungserscheinungen der Syphilis.

Hettenbach beteiligte sich auch an den organisatorischen Aufgaben der Universität. Nachdem er mehrfach Dekan der medizinischen und philosophischen Fakultät gewesen war, übernahm er im Wintersemester 1595 und 1609 das Rektorat der Hochschule sowie das gleichbedeutende Pro-Rektorat im Wintersemester 1601, 1603 und 1615.

Im September 1616 schied er aus gesundheitlichen Gründen aus dem Universitätsdienst und verstarb am 2. Oktober 1616. Besonders lobten seine Zeitgenossen seine Unverdrossenheit zur Arbeit und seine Liebe zu Frieden und Verträglichkeit. Am 6. Oktober wurde er in der Wittenberger Schlosskirche beigesetzt, wobei ihm Friedrich Balduin die Leichenpredigt hielt, die auch im Druck erschien. Ihm zu Ehren errichtete man ein Epitaph, das sich in stark verwitterten Zustand an der Außenseite der Schlosskirche befindet. Der Text auf dem Epitaph lautet:

Darunter befinden sich die Wappen von Ernst Hettenbach und seiner Frau.

Familie
Der Vater war Balthasar Hettenbach, geboren vermutlich um 1508 in Sulzfeld, gest. 1555, gräflich hohenlohischer Sekretär; die Mutter war Anna Hettenbach (geb. Plöchinger), verm. in Wittenberg.

Aus der am 24. November 1578 geschlossenen Ehe mit der Schulmeisterin der Jungfrauenschule in Wittenberg Maria (* 20. Januar 1555 in Wurzen; † 17. Februar 1634 in Wittenberg), Tochter des Stiftsmeißnerischen Amtsschössers Matern Bennewitz (auch Apianus) aus Wurzen und seiner Frau Maria von Gewisch, gingen zwölf Kinder hervor. In der Leichpredigt hieß es: "… und durch Gottes Segen 12 Kinder gezeuget, neun Söhne und drey Töchter, unter denen noch 4 Söhne und 2 Töchter am Leben sind …"

Bekannt sind (nach Taufdaten):
 Johann Ernst, (* 20. November 1579 in Wittenberg;)
 Maria (* 10. Dezember 1580 in Wittenberg; † 17. Januar 1581 in Wittenberg)
 Balthasar (* 5. Juni 1582 in Wittenberg, UWB Lizentiat der Medizin am 25. Februar 1614, 19. Juli 1614 Dr. med.) ging nach Pirna.
 Kaspar (* 17. November 1584 in Wittenberg)
 Johann (* 23. Oktober 1585 in Wittenberg, immat. WB 18. Oktober 1595) Jurist und Bürgermeister in Lucka
 Anna (* 1. November 1588 in Wittenberg) Ehe mit Nikolaus Hunnius 1612
 Ernst (* 3. März, ~ 4. März 1590 in Wittenberg, † 8. Mai, begr. 11. Mai 1624 in Stettin) immat. UWB 18. Oktober 1595, 4. November 1612 Adjunkt der phil. Fakultät ebd., 1614 Mag. phil. ebd.,15. April 1617 ord., 1617 Pastor St. Nicolai Stettin, verh. 1617 Barbara Sachtleben, To. d. Stettiner Bürgermeisters Balthasar, Witwe des Pfr. St. Nicolai Stettin Friedrich Faber (* ± 1586; † 1. August 1616 in Settin)
 Georg (* 1593, immat. UWB 18. Oktober 1595 in Wittenberg; 4. März 1572 Magister phil., † 17. Juni 1634 in Wittenberg) Advokat des sächsischen Hofgerichts in Wittenberg. Seine Tochter Anna Maria  (* 5. Juni 1625 in Wittenberg; † 7. Juni 1691) heiratete Caspar Leyser. Aus dieser Ehe ging Sabina Dorothea Leyser hervor, die Franz Heinrich Höltich heiratete, und nach dessen Tod Christian Donati.
 Christoph (* 5. Dezember 1593 in Wittenberg, immat. UWB 18. Oktober 1595)
 Sabina (* 3. September 1595 in Wittenberg; † 7. Dezember 1642 in Danzig) verheiratet 11. Mai 1618 im Wittenberger Augustinerkloster mit Wolfgang Franz, zweite Ehe im Februar 1631 mit Dr. Theol. Johann Botsack (* 11. Juni 1600 Herford; † 16. September 1674 in Danzig), Rektor des Gymnasiums in Danzig, Pastor zu St. Elisabeth
 Caspar Magnus (* 20. Februar 1598 in Wittenberg, immat. UWB 17. Oktober 1601 † 10. Januar 1616)

Werke
 De Schorbuto. Wittenberg 1591. (Digitalisat) (Hettenbach als Respondent)
 Disputatio Medica, De Critica Morborvm Solvtione Eivsdemqve Praecognitione & praedictione. Gronenberg, Wittenberg 1598. (Digitalisat)
 Theses Medicae. De Locorum affectorum, secundum Galenum, notitia. Crato, Wittenberg 1617. (Digitalisat)
 Theses Medicae De Paralysi. Richter, Wittenberg 1615. (Digitalisat)
 Theses Medicae De Cordis Ventriculi Mordente Dolore, Et Colica Passione. Meisner, Wittenberg 1610. (Digitalisat)
 Disputatio De Aphorismo 22. Sectionis 1. Hippocratis occasionem tempus utilis purgationis et docente. Henckel, Wittenberg 1609. (Digitalisat)
 Rector Academiae Witebergensis, Ernestus Hettenbachius, Medicinae D. Et Professor Publicus. S. D. Wittenberg 1609.
 De podagra et quae huic affinis est cheiragra. (Resp. Jonas Pesserl, Paulus Reinhold et Conradus Schattenberg) Schmidt, Wittenberg 1605. (Digitalisat)
 De Catarrho, De Sanguinis Per Tussim reiectione, De Asthmate, De Dysenteria. Gronenberg, Wittenberg 1601. (Digitalisat)
 Disputatio Medica De Ephialte Seu Incubo. Richter, Wittenberg 1614. (Digitalisat)

Literatur
 Ottomar Wachs: Der Wittenberger Kaiserschnitt von 1610. Leipzig 1868, S. 5.
 Album Academiae Vitenbergensis - Volumen Secundum. Halle 1894.
 Bernhard Weissenborn: Album Academiae Vitebergensis. Jüngere Reihe Teil 1 (1602–1660). Magdeburg 1934.
 Heinz Kathe: Die Wittenberger Philosophische Fakultät 1502–1817 (= Mitteldeutsche Forschungen. Band 117). Böhlau, Köln/Weimar/Wien 2002, ISBN 3-412-04402-4.
 Walter Friedensburg: Geschichte der Universität Wittenberg. Max Niemeyer, Halle (Saale) 1917.
 Theodor Wotschke: Aus Wittenberger Kirchenbüchern. In: Archiv für Reformationsgeschichte (ARG). Nr. 115/116, XXIX. Jahrgang, Heft 3–4.
 Fritz Roth: Restlose Auswertungen von Leichenpredigten und Personalschriften für genealogische und kulturhistorische Zwecke. Band 2, R 1894
 Hans Theodor Koch: Die Wittenberger Medizinische Fakultät (1502–1652). Ein biobibliographischer Überblick. In: Stefan Oehmig: Medizin und Sozialwesen in Mitteldeutschland zur Reformationszeit. Evangelische Verlagsanstalt, Leipzig 2007, ISBN 978-3-374-02437-7.

Weblinks

Mediziner (16. Jahrhundert)
Mediziner (17. Jahrhundert)
Hochschullehrer (Leucorea)
Physiker (16. Jahrhundert)
Physiker (17. Jahrhundert)
Person (Bad Mergentheim)
Deutscher
Geboren 1552
Gestorben 1616
Mann
Absolvent der Martin-Luther-Universität Halle-Wittenberg


text:
Music Executive Aims to 'Silences the Shame' on Mental Health
By AIM October 6, 2016 June 22nd, 2017 News
By Alex Titus, NBC News
Music executive Shanti Das has spent the last 25 years championing the careers of Outkast, TLC, Toni Braxton, Young Jeezy, Usher, Stevie Wonder and Prince. The renowned marketing master has held prominent positions at Columbia Records, LaFace Records and Universal Motown.
Das is now using her platform for greater good by launching the Silence the Shame campaign to fight the stigmatization of mental health issues by encouraging people to seek treatment and support.
Tackling the drastic effects of mental health disorders hits very close to home for the 45-year-old industry veteran and author. Das herself has suffered from depression since experiencing a personal tragedy at a very young age.
"My dad committed suicide when I was seven months old and my mom had to raise three kids all by herself," Das told NBCBLK. "It was really tough on us. It's interesting because he was from India, but mom is African American, so I grew up in black culture. Traditionally, we don't talk about mental health issues or seeking counseling in the black community, it's very taboo. I saw my mom as this very sad individual, so my siblings and I had to figure out ways to cope our own. I've suffered from depression, as it relates to my dad's death and at first I couldn't figure where it was coming from."
"For a long time, I didn't want to tell people that he committed suicide," said the self-proclaimed Hip Hop Professional. "I just told people that he passed away because I was embarrassed. From all that I've learned thus far from doing research and getting involved with organizations, it would've been better as a family if we would've dealt with it head on."
Although Das eventually sought counseling in her early thirties, she feels it would've been more effective as a young adult. She also believes that it could've assisted her in helping her family members who suffered from similar health conditions like schizophrenia and bipolar disorder.
"It's really easy for someone to pass judgement and say, 'Well that person is crazy.' Well guess what, usually, 9 times out of 10 they might have a chemical imbalance," Shanti added.
Depression can spark from a number of obstacles; it is not only passed on generationally. It could stem from divorce, loss of a job or friendship, or any type of traumatic experience. "The first step is to start talking about it and not be ashamed. Surround yourself with buddies you can trust as a support system," Das said.
Last year, Das's battle with depression worsened. Fortunately, she had the right people around to guide her from sorrow to joy. The transparency was freeing for Das.
"Last September 2015, I hit rock bottom," said Das. "I talked myself into a downward spiral and quite honestly, I didn't want to be here. I was contemplating thoughts of suicide. I thought that maybe it would be okay if I did it, because of my dad and maybe it's in my cards that I'm only supposed to be here for a short amount of time. It didn't help that I was trying to self-diagnose and treat myself. For the first time, I called the National Suicide Prevention Lifeline. My friends, family and even my pastor were like, 'I love you, let's pray our way through this, but you need to go see a doctor.'"
Seeing a psychiatrist and receiving support from loved ones saved her life and Das is paying it forward with Silence the Shame. Her goal is to reach as many young people as she can because children and teens today report higher rates of depression. Social media has created another level of competition between kids – which can ultimately lead to increased anxiety.
Das is going on a speaking tour to help educate communities about mental health treatment options."There is help that's out there," she said. "I think we don't know enough and we just speculate. It's going to take the physiatrists and the psychologists, the pharmaceutical reps, health care and church leaders, and parents to come together."
Although Das has taken note of more entertainers coming forth and sharing their experiences with depression, there's still more to be done. Das believes more people would feel empowered to share their experiences and seek help, if those in the public eye did just that.
"We work in a high profile industry where people are always judging you. You're constantly on camera and it can lead to some dark days," said Das, now CEO of Press Reset Entertainment. "We've seen Robin Williams commit suicide as well as other NFL players and NBA players. I've seen artists like Kendrick Lamar, Jazmine Sullivan and Tasha Cobbs talk about their struggles dealing with depression. My friends and colleagues Shakir Stewart and the great Chris Lighty succumbed to suicide as well. As much as we don't want to believe, these younger kids look up to our athletes and artists for influence. Starting the conversation is just scratching the surface."
Das's tight relationships in the industry have given her a fantastic head start on her campaign. She officially enlisted Nick Cannon as an ambassador for Silence the Shame and is lining up a few other celebs to come on board.
"I connected with Nick regarding some of the things I was going through at the time with my family and he could relate," Das said. "It took me about a year and some change to pull everything together. I was taking meetings with local chapters that cater to mental health disorders and Nick said he'll do whatever he could to help. I'm so grateful to have him on as my first ambassador."
You can visit Silence The Shame to learn how you can get involved or connect with Das on Silence The Shame on Facebook.
To read the full article, please visit NBC News' website.


text:
Home > Athletes > Display
MCCLATCHEY Caitlin
SCO Scotland
Height (m / in)
Weight (kg / lbs)
Events Inscribed
Aquatics Swimming Women's 200m Freestyle
Member of Scotland Aquatics Swimming Women's 4x100m Medley Relay
Medals Won
GOLD - Women's 200m Freestyle
Country - Name
SAS Women's 200m Freestyle
Heat 02 SCO - MCCLATCHEY Caitlin (1) 1:59.96 Completed
Final A SCO - MCCLATCHEY Caitlin (1) 1:57.25 Completed
Heat 02 SCO - MCCLATCHEY Caitlin Completed
Ben Titley
Lance Armstrong (cyclist), Paula Radcliffe (athlete), and Ian Thorpe (swimmer)
FINA World Championships (Montreal, July-2005)
Bronze in the 400m Freestyle (4:07.25)
4th in the 4 x 200m Freestyle relay (7:59.04)
Gold in the 200m Freestyle (1:57.25)
new Commonwealth Games record.
did not compete
Personal Best:
100m Freestyle - 56.32 (2005)
200m Freestyle - 1:59.53 (2005)
400m Freestyle - 4:07.02 (BR - 2005)
22nd in the 200m Freestyle (as at 01-Aug-2005)
3rd in the 400m Freestyle (as at 01-Aug-2005)
18th in the 800m Freestyle (as at 01-Aug-2005)
Caitlin was first selected in the Great Britain squad in 2002.
Her uncle Alan McClatchey won an Olympic bronze in the 4 x 200m relay in Montreal in 1976.
She lists her toughest opponent in the pool as herself.
Her bronze in the 400m Freestyle at the 2005 World Championships in Montreal came in her debut year as a 400m swimmer.
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It is almost impossible to imagine Toronto without its ravines, shoreline, and woodlands, as they not only offer a welcomed escape from urban life, but they also add new energy to the ecosystem and provide a wide range of habitat for birds and other wildlife. So whether you are new to Toronto or just looking for some city treasures, here are the most amazing hidden gems great for hiking, biking, and connecting with nature itself.
Let's face it, being a Homeowner in Toronto is not easy. From encountering carpenter ants in the spring, to fall bringing the usual dosage of rains and increased air moisture, and thus mold. And let's not forget the leaves - while someone else's leaves are great fun (since they're not your problem), your own leaves are not, because you have to get rid of them! So here are some key homeowner tips for how to get rid of all of these in a simple and ecological way.
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The Sale of Fel-Pro
And the possible emotions and regrets that come with letting go
We had done a great job of surviving as a stand-alone company through the 1970s and 1980s. But in the 1990's, there was a lot of consolidation in both manufacturing and distribution channels.
ArticlesFamily BusinessStrategySuccession
How do you decide to sell a business that has been in the same family for three generations—especially when that business is widely considered a model for others? What emotions, lingering regrets, criticisms must the family owners deal with in the wake of the sale?
By Family Business Editors
An interview with Rich Morris, former fourth-generation executive at gasket-maker Fel-Pro Inc.
Few companies matched its dazzling array of benefits—vacations of up to 12 weeks, a summer day-camp for employees' kids, a government bond for every newborn, $3,500 a year for college scholarships. Fel-Pro, a manufacturer of automobile gaskets, sealants, and adhesives in Skokie, Illinois, was on everybody's list of the best companies to work for in America. It was also a highly successful business. Founded in 1918 as Felt Products by Albert Mecklenburger and his father-in-law, Hugo Herz, Fel-Pro had been run in the third generation by Mecklenburger's grandsons in the Lehman, Weinberg, and Morris clans. The firm had annual revenues of $500 million and had a 60 percent market share for its gaskets.
When Fel-Pro was acquired by a larger, public company in 1998, its 3,000-plus employees were shocked. The acquirer was another manufacturer of parts for the automotive aftermarket, Federal-Mogul, based in Southfield, Michigan. Under a new chairman, Richard Snell, the company was being revitalized by a strategy of growth through acquisitions.
In negotiating the $750 million merger, the family owners of Fel-Pro worked hard to preserve many of the plush benefits its employees had always enjoyed. Business writers and people in the community as well as family members, however, worried about the loss of a unique vision of a company that treated its workers well and earned their best efforts in return. Even before the merger was consummated, it became clear that Federal-Mogul would have difficulty integrating Fel-Pro's "life-cycle" benefits with its programs at other plants. Last year, moreover, there were signs that Federal-Mogul was stumbling on other fronts and having productivity problems. In September, the company reported lower than expected second-quarter earnings, resulting in a 20 percent drop in its stock.
Rich Morris, 40, was one of two fourth-generation family members employed at Fel-Pro when it was sold. Morris, who has an MBA from Northwestern's Kellogg School of Business, worked for a few years at a large public conglomerate, Gould Inc., before coming to the family company in 1983. He was in a key position to observe the internal debate that led up to the family's agonizing decision to sell; for three years he had been in charge of seeking acquisitions that the family leaders hoped would diversify the company and enable it to survive in a consolidating auto-parts market.
In a recent interview with Howard Muson, editor of Family Business, Morris talked about why the family believed its only choice was to sell the company, and how the members now view their decision. The interview provides a revealing look at the gamut of emotions family members must deal with in selling a business and trying to preserve a cultural heritage for its employees.
– The Editors
Family Business: Why did the family decide to sell Fel-Pro? What led to the decision?
Rich Morris: We had done a great job of surviving as a stand-alone company through the 1970s and 1980s. But in the 1990's, there was a lot of consolidation in both manufacturing and distribution channels. In a mature market, price is a key issue. Our bigger competitors sold all of the engine components needed to make up a car. They were able to offer lower prices through achieving efficiencies in sales and distribution.
In addition, the automobile manufacturers were "getting it right." Cars weren't falling apart every three years. Engines were lasting longer. The only way we could grow, basically, was by "stealing" market share. But we already had about 60 percent of the aftermarket for our parts. Two other large players together controlled the rest, and it wasn't likely we were going to be able to acquire either one.
FB: Were revenues beginning to decline?
Morris: The year the company was sold—1998—we achieved our highest revenues and highest profit. Our trend line for 10 years had been straight up. But the market wasn't growing at that point. We predicted it would start shrinking by 2004 and would continue to shrink after that.
FB: You had 40 family shareholders, all but six of whom didn't work in the company. Was pressure building to sell from shareholders who wanted liquidity?
Morris: The word "sell" may have come up in dinner conversation, but never in official meetings. Fel-Pro paid a dividend that kept family members who didn't work in the business happy. We all had moderate lifestyles compared to what we could have had, so there was never pressure to sell because people needed cash.
When the word was mentioned, it was usually because family members felt uncomfortable having the majority of their assets tied up in one place. We knew, for example, that if an electric car came along, our chief assets might become worthless in a few short years.
The main reason the family never gave serious thought to selling was simple: We were considered a model for other companies in how we treated employees. The family members felt we had something special that we wanted to pass down. We felt, "Look at how much good this money is doing where it is invested."
FB: Where did this philosophy—this commitment to employees—come from in your family? How did you become a model?
Morris: We did not start out wanting to be a model. People told us that we were, and that is an important distinction. Our feeling was that treating your employees well was good for business. If you treated them well, they would treat you well.
We also found that if people come to work every day concerned about whether their child is flunking school, or who is taking care of their elderly parents, and so forth, they can't focus on their jobs. By offering benefits like day care, baby-sitting for a sick child, tutoring for kids that need help, you get more productive employees and improve the company's bottom line. It makes good business sense.
FB: Was there much internal debate over whether or not to sell the company? Were there differences of opinion in the family?
Morris: There was some tension over where and how we could expand. I think one of the things that prompted the decision to sell was my search for acquisition candidates.
One group of folks thought we should stick to our knitting and stay in engine parts. That was what we knew the most about and so was the least risky course. Another group felt that would be very risky, however, because the internal combustion engine might someday be replaced by one of the newer engine platforms—in electric cars, for example. This group felt that we should extend our automotive line to other kinds of products needed in cars—such as new electronic mapping systems, brakes, and windshield wipers. But others felt that would have stretched us beyond what we knew how to do.
Tensions also arose when we looked at how big we would have to become to get enough mass to compete with "the big boys." By my estimates, we would've had to become a $2 billion company by the year 2002 and a $10 billion company by 2010 to keep up with competitors who were growing and rapidly consolidating the market by acquiring other companies. There was no way we could have gotten bank loans to finance that kind of growth. It was clear we would have to go out and get public equity, and that would have changed the nature of the business.
FB: At what point did you conclude that selling was the only alternative?
Morris: About nine months before the sale, we had a meeting at which we all looked at each other and realized any acquisition strategy would be very difficult. We decided we should at least explore the alternative of selling the company. Interestingly, I at first saw this mostly as a way to prod us into actually jumping into one of the acquisition strategies. I didn't think at that point that we really wanted to sell.
FB: Where did these discussions take place? At the board level?
Morris: Ken Lehman and Dave Weinberg, the co-chairmen, discussed the options in our meetings on strategy. Then, yes, it went to the board, which was made up of eight family members, including three who were retired.
FB: When you finally did decide to sell, a broker brought you a number of suitors—12, according to news reports. How did you choose to go with Federal-Mogul?
Morris: The companies we talked to were invited to the party for two reasons: First, because we felt there would be good synergy between their business and ours, providing a good shepherd for Fel-Pro's future and a reasonable price for us. Second, and just as important, because we thought they could align themselves with what we saw as our good business model and our morals.
FB: And you felt Federal-Mogul met those criteria?
Morris: I don't know that we would have invited the old Federal-Mogul to the party. But we felt that under the new man in charge, Dick Snell, the company was changing and becoming something different. He said all the right things about how people were important to him and that he wanted to learn from our culture. After Federal-Mogul took over, I realized practically from day one that what he said and what his company was going to do were two different things.
FB: What led you to that quick judgment?
Morris: The way the company was treating the employees, the way he treated me and other family members, this isn't the most horrible story in the world, but it was symptomatic. During the sale talks, the family leaders didn't negotiate any non-competes or contracts to stay on. We felt that we owed it to shareholders to first negotiate the best possible price for their stock. Then, after the sale, each family manager who wanted to stay on could negotiate his own contract.
Personally, I didn't much care whether I stayed on. I had a list of reasons why it would be fun to stay, and a whole host of reasons why it would be better to leave and do something else. But when I inquired of the new management whether or not they wanted to keep me, I received no response. The way I found out was that someone in Fel-Pro's benefits department called and asked if I wanted to go on the COBRA plan to extend my insurance. "What are you talking about?" I asked. I was told, "Well, you are not going to be retained."
FB: How much staff turnover has there been since Federal-Mogul took over?
Morris: I'm most familiar with the Skokie facility, where there are about 2,000 employees. My rough guess would be that 350 people have left or been fired.
FB: You knew at the time of the sale that Federal-Mogul was planning to consolidate operations, so there would be layoffs. Do you feel any promises were broken?
Morris: They really didn't lay off anyone in the manufacturing facility; some of the folks in manufacturing were, in fact, promoted. What we were told was that they would look at consolidating people in accounting, marketing—anyone that didn't touch a piece of machinery. At a meeting a couple of days prior to the sale, employees were told that "the best of the best" would be retained. In reality, politics took over. The Federal-Mogul managers in charge of the consolidation tended to choose their own people over Fel-Pro's.
That, naturally, raises some questions: If Fel-Pro had a 60 percent market share and Federal-Mogul only about 20 percent, why would they get rid of Fel-Pro's marketing people? Why would they get rid of Fel-Pro salespeople, who were better accepted in the industry and had earned a larger market share for the company?
FB: Federal-Mogul didn't appear to try too hard to keep the know-how and experience of the family, even for the short-term.
Morris: I don't disagree with their decision not to retain the family. Quite frankly, they did not need the family. To be honest, the family members knew how to run a family business. They did not know how to run a multibillion-dollar business, which requires a different skill set. I think the family members may have had a hard time shifting those gears. I would have, too.
FB: Did any family executives stay on?
Morris: Just Ken Lehman, and he stayed only for a short time.
FB: I'm sure you realized during the sale negotiations that Federal-Mogul had fewer and less generous benefits than Fel-Pro offered its employees. They were going to have problems maintaining Fel-Pro's programs when employees in their other plants didn't have them.
Morris: We raised that exact question and they told us they wanted to evaluate our benefits and see if some of the better ones could be applied to the rest of the Federal-Mogul family.
Federal-Mogul, like many companies, had a core group of benefits. Some benefits were actually better than Fel-Pro's—their medical plan, for example. The biggest dollar amount spent on benefits goes for medical. What was missing were many of the benefits we had, what I call "life-cycle benefits." These don't actually cost as much as core benefits because they are spread out over an employee's lifetime and so are not fixed expenditures. For example, our pre-school program and our summer day-camp for children were used at different times by employee families than our college scholarships or our support for eldercare services.
FB: What did you do to encourage Federal-Mogul to adopt some of these benefits?
Morris: We actually agreed to fund some of the benefits for a period of one to five years, in order to give them time to study the programs and possibly put them in throughout their organization. It is clear that this money was wasted because they never intended to study them at all.
FB: I've read that you "left $50 million on the table" to continue some of the benefits.
Morris: I don't know if that's an exact figure. But I'll give you a couple of examples. We let them have the building for our day-care center, basically rent free, so they could maintain that benefit. We rented the space to them for the summer camp for, like, a buck a year, and continued to pay for counselors and maintenance of the grounds. We put aside money in a bank-account to fund the scholarship program for the next five years.
FB: You feel that as far as benefits are concerned, Federal-Mogul did not honor its commitments?
Morris: Federal-Mogul was very careful about how they couched their words. From a moral perspective, I don't think they followed through. From a contractual standpoint, I believe they have. Now I know why they were so careful about what they put in writing.
FB: As far as you know, has the changeover in ownership at Fel-Pro affected performance?
Morris: We used to have a 97 percent "fill rate." If the customer orders 100 parts and gets 97, that's a 97 percent fill rate. We had 8,000 part numbers. Sometimes a few are not available when ordered, so it's hard to achieve a 100 percent fill rate. If you have less than a 90 percent fill rate, however, customers don't usually want to deal with you. One of the ways we achieved 60 percent market share was by maintaining a 97 percent fill rate.
In the last 20 years I can't ever remember our company's fill rate going below 94 percent. But I was told that in the two or three months after Federal-Mogul took over, the fill rate went down to 85 percent.
FB: What evidence do you have that the fill rate has fallen?
Morris: A friend of mine who worked there at first refused to discuss it with me when I called him. He was eventually let go and later told me that, yes, the rate had dropped to 85 percent and it was a real problem. In fact, he said the person put in charge of manufacturing by the new owners had been moved out of the job for that reason. After a period of time, it became pretty public knowledge that the rate was no longer over 90 percent.
FB: What conclusions do you draw from this?
Morris: For the first time, I think we can see proof that treating employees properly and having good benefit structures really makes a difference. There's no way to prove it beyond a shadow of doubt, of course. But basically you have the exact same factory, the exact same people, the exact same procedures. The only difference may be that people simply aren't motivated to make the extra effort that is needed in certain situations.
Let me give you an example. A lot of our products were sets of 30 or 40 parts. One group may have made some of the parts ordered in a set, and another group may have made the others. To put together sets for a customer, someone has to coordinate the two groups and make sure the parts are all available and come together in time to fill the order. If morale is low, no one may be willing to make that extra effort.
FB: It has been about a year-and-a-half since the sale. What have your personal feelings been and how have they evolved?
Morris: I took some time to log some of those feelings in a diary. My emotions have run the gamut from elation to anger. Of course, obtaining financial freedom from the company, as you might expect, was nice and stimulated elation; the prospect of doing something else with my life was also interesting and exciting.
But not being able to go to a place I loved on a daily basis was sad. I also had fears about how the employees we left behind would do. Fel-Pro had been my life; it was a lot of who I am as a person. People who own businesses don't realize how much of their identity is tied up with the business.
FB: How about the feelings of employees?
Morris: Their emotions, too, ranged from elation to anger, with everything in between. Some employees were happy for our family, and also because they felt there would be opportunities for them to grow with the larger company. But they were also angry and fearful. They were afraid the company would no longer be as safe a place to work, that they might get fired, and so on.
FB: Did they know the sale negotiations were going on? Did you talk to them about it?
Morris: My own experience may help other owners in this situation decide whether or not to tell employees about a possible sale. Many are going to have an urge to tell people they are selling the company, because they'll want to be truthful. My best advice is to tell only those who need to know and leave the rest uninformed.
I know that sounds cruel and harsh. But, first, if the company is going to be sold, there's nothing the employees can do about it anyway. Second, if they do know, they may sit around talking about these issues and morale will go down.
Because I had basically lost my job when we started to sell—we weren't making any acquisitions, obviously—I spent a lot of time lending an ear to people who had been let in on the negotiations and were quite upset. I can tell you that from an emotional standpoint, the friends I didn't inform did much better than the ones I did.
FB: How about outsiders? Did everyone assume you were just doing it for the money?
Morris:Well, during a visit to my doctor, he spent more time talking about how much money he thought I was getting than my physical ailments!
Yes, some outsiders concluded we were "selling out." But, you know, people will say inappropriate things even when they don't mean to hurt you. For example, at the Bar Mitzvah of my son, which happened during the time of the sale, a friend came up to me who was, basically, very angry that we were selling. He felt there was no way any buyer would be able to maintain the benefits that existed at the company.
I'm still this man's friend. What people like him don't realize is that it may be better to sell a company so that most of the employees can keep their jobs, than to go out of business and leave 3,000 unemployed.
FB: Did members of your immediate family have to deal with such reactions as well?
Morris: My kids had to deal with a lot of questions, because [the sale] was a very public event. My son went into Charles Schwab's Web site and pulled up an article saying we were selling the company for $750 million. Now he didn't know what percentage of the company we owned, but he knew that was a lot of money. My younger kids were concerned that I no longer had a job.
FB: What did you tell the kids?
Morris: My wife, Linda, had a wonderful way of presenting this to the children, who were 13, 10, and 4 at the time. To paraphrase, she told them, "We are no wealthier today than we were yesterday. What has happened is that our money was tied up in hard assets [the company] which are now being transformed into investments like stocks. So our standard of living will not change. We will make as much money from the invested assets as your father drew in salary."
It was important to reassure the children that we would still have food on the table. But we didn't want to send the wrong message. We didn't want to say, "We've got millions so don't worry about it."
FB: Do you think you'll have to deal with other questions when the children get older, such as: "Why did you sell Great-great-granddad's company when I might have worked there and even been the head of it?"
Morris: My son, now 15, has already posed that question. And the answer I gave him was just what I have said to you: We had no choice.
The business needed to be sold and put in the hands of a larger firm that could shepherd it forward. And even though the buyer hasn't shepherded it in a way I would have liked, I still believe the employees will be better off in the long run than if we had maintained ownership.
FB: What are you doing now, Rich? How do you see your career developing?
Morris: One of the things you need to do in the first year or two after you sell a business is to reinvest the assets. I have spent about half my time doing that. The other half has been spent teaching marketing [to graduate students at the Lake Forest Graduate School of Management] and doing marketing consulting.
I am also doing some consulting to family business owners who are considering selling their businesses. To date, I haven't yet participated in an actual sale of anyone's company. In fact, I try to convince them that it's not a good thing to do and assist them in finding ways to avoid it. But if they need to do it, I'll help them through the process.
FB: What are other family members who were principals in the firm doing? Have they found other interests?
Morris: Many of them have. My cousin Dave Weinberg is teaching graduate students at the University of Illinois about excellent personnel practices. He also consults with companies who want to set up benefits programs such as we had at Fel-Pro. Another cousin, Denny Kessler, has a management consulting firm that deals with many of the same things that Dave and I do. His son, Keith Kessler, was the other member of the fourth generation working at Fel-Pro; he has purchased a firm that makes high-end closet furniture. The three principals from the Lehman family have gotten involved in setting up an institute that will attempt to show how treating employees' right makes financial sense. All of the family members now have more time for our philanthropic activities as well.
FB: How has the sale of the company affected family relationships?
Morris: Without mentioning names, I would say that some family members have become much, much closer, and some have become more distant. We never had any feuds. Everything we did was by consensus, and although family members were sometimes disappointed with decisions we made, they never went away angry.
Nevertheless, one might have predicted that after the sale the families would go their separate ways. While there has been some drifting apart, I find, to my great delight, that most family members still talk to each other and see each other on a regular basis. When we get together we act more like a family than just people in business together.
Source: Family Business Magazine, Winter 2000
Copyright © 2000. Family Business magazine. Subject to the provisions of the Terms and Conditions of the Family Business Web Site, subscribers to Family Business magazine may print and distribute copies of this article, electronically or otherwise, provided that (a) such printing and distribution is done only for your personal, informational, non-commercial purposes, and (b) you do not re-move or obscure the copyright notice or other notices. For other uses, including reprint permission for non-subscribers, contact Family Business magazine.
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Rafael Nadal doesn't risk an injury, said Chris Evert
After the optimism of the last few weeks, the shadow of the cancellation on the Us Open of tennis came back for players, media, fans and insiders. The Spanish newspaper Marca in fact reports the doubts of Novak Djokovic, president of the ATP Player Council and recently cured by Covid after contracting him during the Adria Tour: according to the Serbian champion, the increase in infections in American territory and the need to have to subjecting the long quarantine to come back to Europe would make the organization of the American Slam tournament very problematic.
A perspective not to be underestimated, given that just after the conclusion of the Us Open the calendar includes the Masters 1000 in Madrid. Nole, as reported by the Spanish newspaper, has sent a message to colleagues in which he specifies the nature of his fears, while ensuring that he will request a full refund of the costs incurred by tennis players in case of cancellation of tournaments on US soil.
Novak Djokovic could close the gap on Roger Federer and Rafael Nadal by winning the US Open, according to Chris Evert.
Evert on Rafael Nadal
"I don't see why Rafael Nadal should risk an injury by coming to New York when he can stay in Europe to train on clay," said Chris Evert who told:"On Novak Djokovic I would not be so sure, if he wants the Slam record and sees that Roger Federer, Nadal and others will not be there, wouldn't it be in his interest to try to win at Flushing Meadows," Evert added.
Rafael Nadal has heightened speculation that he will opt not to defend his US Open title by practising on clay rather than focusing on hard court preparations. He has now heightened that speculation by resuming his practice routine on clay, suggesting that he is not preparing for the very different hardcourt challenges of the US Open, which he won last year.
Further concerns have been raised by many players that should they play the US Open, they would be forced to quarantine for two weeks upon their arrival in Europe, forcing them to miss the Madrid Masters and Rome Masters.
Nadal will not lose his 2000 points if he skips the US Open. So he won't have to risk his ranking points. This is important because Nadal has confirmed that he will participate in the Madrid Open. The Madrid Open is just after the US Open.
How Rafael Nadal won the US Open 2019!


Aurora wallpaper is a Lisbet Job design. Grand, bold, yet elegant. A floral wallpaper with cow parsnip and natural meadow flowers against a dark backdrop which makes the colours pop alive off your walls, you almost feel like you could reach out and pick one! originally designed in 1956, Aurora still works beautifully in our modern homes and with our love of nature today.
Boråstapeter Scandinavian Designers 11 wallpaper collection is a timeless collection of designs for wall decor. From geometric functional designs style of Arne Jacobsen to the decorative fairytale designs of Stig Lindberg. Sketched foliage by Viola Gråsten . All the patterns in the collection have a natural, colourful and imaginative touch that make them a perfect compliment to the understated, clean Scandinavian interior decor scheme. Classic and contemporary have never been more on point.


Are you currently missing one or more teeth? Do you consider you don't need to replace it simply because it's too expensive, or you simply don't want to bother? Worried about the cost and your insurance? Here are a few facts that might convince you.
The problem can be significant. Individuals with missing teeth or false teeth aren't able to chew effectively as well as tend to favor areas of their mouth to eat with. This particular interferes with proper digestion as well as assimilation of nutrition. Lacking teeth and dentures additionally cause bone loss within the jaw from the missing teeth area, which in turn causes the actual cheeks to sink along with increased wrinkles in the encounter and eventual deformity. The rest of the teeth in the mouth will proceed to try and fill in space. They are going to lean back or ahead into the space. The actual opposing teeth - all those directly above or under the missing tooth - will certainly extrude or "grow into" the space, the alignment of the bite away which can cause facial as well as jaw pain or head aches.
Are you in California needing a dental implant?
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We loved our honeymoon in South Africa and one of the main reasons for that was the fact that we chose the perfect lodge for our stay in the Kruger Park.
Located on the Timbavati private reserve as a luxurious extensios of the Motswari Private Game Reserve, Geiger's Camp is a luxury camp that combines good taste and elegance with a rustic and historic charm. Its 4 rooms feature a safari-themed décor with details that make us feel like we're right in the heart of the savanna surrounded by the wild animals that inhabit it. The lodge only accepts up to 8 guests which ends up creating an intimate and relaxing atmosphere. It was the perfect choice for us to unwind during our honeymoon.
Outside the rooms, Geiger's Camp also offers an infinity pool which seems to have no separation from the savanna that surrounds it. The lodge's panoramic view here makes this the perfect place to spend some time between game drives.
And as if the lodge facilities weren't already incredible, Geiger's Camp is also made up of an extremely kind staff who are constantly looking after the well-being and comfort of the guests. During our stay, they created many special moments for us such as themed dinners in the treehouse accompanied by traditional African chants and even a romantic dinner by the pool, lit up only by torches and small lanterns and the sounds of the savanna in the distance.
The food they served also made us total fans of South African cuisine! From the breakfasts with delicious natural fruit juices to the buffet lunches with fresh everything and even the group dinners that allowed us to meet new people from all corners of the world. Our stay at Geiger's Camp was perfect from beginning to end!
Are you planning a safari? We have tips and stories about our honeymoon in South Africa to help you!


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Hundreds rally at B.C. legislature calling for solution to family doctor shortage
Several hundred doctors and health-care advocates gathered at the B.C. legislature Thursday to press the NDP government for a solution to the province's doctor shortage.
'In crisis': Award-winning B.C. family doctor mulls giving up bursting practice
A respected B.C. doctor says she's reaching a 'breaking point' warning family physicians are facing increasingly unsustainable caseloads and administrative demands.
Family doctors answering Interior Health's call to help immunize public against COVID-19
"I think it's one of the most important things I've done in my career," said Dr. Wendy Wickstrom, a Kelowna family physician.
Burlington family physician pledges to continue daily Twitter graphs until pandemic ends
For more than a year, Dr. Jennifer Kwan has been tweeting to help people in Ontario understand the data surrounding COVID-19, as well as the province's response to the pandemic.
Amherst, N.S., doctor announces retirement from family practice due to health reasons
"The unfortunate and potentially lethal inflammation (Sarcoidosis) of my heart has forced me to reflect on my future over the past one to two years."
N.S. walk-in clinics struggle with doctor recruitment
"Lots of physicians don't want to do after-hours call, especially in a setting where the remuneration for after-hours work is less than what it would be for your office," said Dr. Cindy Marshall.